LOCAL ECONOMIC DEVELOPMENT PLAN FOR TBILISI ... - LED

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managerial, to take action based on facts about performance. Performance management can also be thought of as a tool to help link and underpin the initiatives that make up the modernization agenda. Following from the policy development cycle, there are three areas where indicators can assist local authorities in addressing the challenges faced by cities. These are: • developing appropriate policies with clear goals and strategies, • monitoring the performance and reporting progress of local governments implementing strategies, • reviewing policies and strategies. Since the goals of urban policy cut across different sectors, and should reflect changes of different level of the strategic management framework (from project results to strategy aims) the indicators will be of four types: • Input indicators. Inputs are the resources allocated to specific tasks, such as the amount of money spent or the total number of employee/hours needed to deliver a service or project, • Output indicators. These reflect the quantity of products or units of service provided to the population, • Outcome indicators. These measures report the results of programs and services or relate to the quality of the service e.g. measures of customer satisfaction, • Impact indicators. These assess long term quality changes that strategy implementation activities create in the city changing living conditions or improving business environment. When designing monitoring system in practice, specific indicators should be identified and allocated for specific deliverables. Starting from the bottom of framework we have projects. Their results can be assessed by means of output indicators. Programs grouping a similar projects can be reviewed with outcome indicators. Impact indicators can be designated to strategy objectives and goals. Such a solution will support integration of the whole strategic management framework and will work in both directions top-down and bottom-up. When developing strategy implementation activities (coming down 11
from strategy goals and objectives) it will help to select right projects supporting realization of the strategy concrete aims. Monitoring and reviewing strategy results we can assess how specific projects and programs participate in the upper level strategy deliverables. Each indicator should be defined according to the specific result it is allocated to. When the indicator is measured it should be also be agreed what is its baseline and what targets should be achieved in a frame of strategy implementation plan. 12
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TABLE OF CONTENTS Local Economy Ass
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CHARTS TABLES
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Report This report includes the
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Tbilisi in region The capital of Ge
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City of Tbilisi. By January 1, 2006
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1876 1897 1922 1926 1959 1979 1989
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The demographic changes observed du
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Analyzing the first indicator measu
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The number of women increased sligh
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Unemployment changes can be analyze
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This indicator measures the average
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The basic measure of the quality of
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There have been two different perio
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The demographic changes are primari
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In thds of students Public universi
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2005 Tbilisi Saburtalo- Vake Isani-
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More careful observation of the tre
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2000 2001 2002 2003 2004 2005 Entit
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Years Of which by: Total investment
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Georgian exports are partially conc
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Railroad Motovehicles Marine Air To
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Key conclusions on the economic per
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Population: 142,893,540 Age structu
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Population: 46,710,816 (July 2006 e
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state for pipelines and trade. The
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Population: 5,213,898 (July 2006 es
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Population: 7,320,815 (July 2006 es
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140 130 120 110 100 90 80 1995 1996
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190 180 170 160 150 140 130 120 110
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Turnover in mnl GEL 8 000 7 000 6 0
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Year Quarter Georgia - total City o
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100% Employment in enterprises sphe
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Ascending rank Minimum Maximum Mean
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in mln GEL 1998 1999 2000 2001 2002
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In addition to being the leading gl
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STRENGTHS • State and economy ref
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Good outcomes reflecting the satisf
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albumonous substances, modified dri
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. (In thousand of tons, unless oth
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of which: Year of which: of which:
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LOCAL ECONOMIC DEVELOPMENT PLAN FOR
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CHARTS Chart 1-1 Population in Geor
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Report City of Tbilisi Competitiven
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1.2. Tbilisi in Georgian economy On
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Economic active population Table 1-
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Chart 1-3 Employment in Georgia and
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Turnover In business sector Table 1
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Chart 1-7 Earnings in business sect
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Chart 1-10 Comparative analysis of
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Different factors influence the cit
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The assessment results are presente
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City of Batumi Chart 2-3 City of Ba
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While assessing Tbilisi competitive
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Chart 2-5 City of Tbilisi in the re
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3. Identification of competitive ad
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On the basis of this assessment the
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application of new technologies. Th
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Transportation cluster. Table 3-5 T
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Creative cluster Table 3-7 Creative
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`
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CHARTS
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In order to strengthen the foundati
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the rest of the country. In each of
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Earnings in Tbilisi in business sec
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Construction turnover in Georgia in
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1 000 800 600 400 Comparative analy
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Trade turnover in Georgia in mln GE
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6000,0 5000,0 4000,0 3000,0 2000,0
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Industry turnover in Georgia in mln
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3000,0 2000,0 1000,0 Comparative an
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It is of key importance for the cit
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One of the elements of the process
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Companies opinion about their indus
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Last year almost half of the survey
Page 150 and 151: Most companies operating in the tou
Page 152 and 153: Next year 82% of the surveyed compa
Page 154 and 155: Score Sightseeing paths 27 Access t
Page 156 and 157: Such immanent feature of Tbilisi sp
Page 158 and 159: Law project on “privatization of
Page 160 and 161: example, construction of “Tsavkis
Page 162 and 163: number of micro bus taxis (“marsh
Page 164 and 165: As a result of social and economic
Page 166 and 167: Alternative Strategy implementation
Page 168 and 169: Marketing Tbilisi livable city and
Page 170 and 171: Survey how economy is developing, w
Page 172 and 173: When creating long-lasting mechanis
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Page 176 and 177: • • • -
Page 178 and 179: -
Page 180 and 181: Tourism development projects Touri
Page 182 and 183: Tourism development projects Touri
Page 184 and 185: − − • • • •
Page 186 and 187: - -
Page 188 and 189: - - - -
Page 190 and 191: LOCAL ECONOMIC DEVELOPMENT PLAN FOR
Page 192 and 193: CHARTS Chart 2-1 City strategy stru
Page 194 and 195: 1. Strategic management framework a
Page 196 and 197: 2. Integration of strategic managem
Page 198 and 199: On that common basis the city manag
Page 202 and 203: 3. Strategy implementation methodol
Page 204 and 205: 3.2. Process of writing the Corpora
Page 206 and 207: 3.3. Methodology of updating the Co
Page 208 and 209: Phase IV The announcement of the li
Page 210 and 211: 4. Strategy implementation tools 21
Page 212 and 213: 4.1. Corporate City Development Pla
Page 214 and 215: 4.3. Programs card Program : Goal :
Page 216 and 217: 4.4. Projects card Project Title: L
Page 218 and 219: III. Project identification 3.1. De
Page 220 and 221: 5.3. Detailed budget tasks task des
Page 222 and 223: 5. Appendix - Directive of the Mayo
Page 224 and 225: 1. STRUCTURING TEAMS DEALING WITH T
Page 226 and 227: 3. METHODOLOGY OF UPDATING THE LOCA
Page 228 and 229: COMPETENCE DISTRIBUTION IN THE PROC
Page 230 and 231: 5. CRITERIA OF SELECTING PROJECTS F
Page 232 and 233: TABLE OF CONTENTS Introduction ....
Page 234 and 235: CHARTS Chart 1-1 Tbilisi in the reg
Page 236 and 237: 1. Cities matter 1.1. Cities are ke
Page 238 and 239: Due to the overlapping effects of r
Page 240 and 241: Cities combine diversity - of popul
Page 242 and 243: While assessing the present conditi
Page 244 and 245: These and other important issues sh
Page 246 and 247: Financing business - such initiativ
Page 248 and 249: City of Kutaisi Chart 2-1 City of K
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3. New dimension of city policies (
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The clusters have been assessed in
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Creative cluster The support for th
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From the city’s economic policy p
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3.5.2. Spatial structure Such imman
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The results of the 25 April earthqu
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As for the mass and wholesale large
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4. Tbilisi economy Tbilisi is on th
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Employment in business sector in Tb
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4.4. Turnover in business sector Tu
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4.5. Earnings Earnings in business
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4.6. General data of external trade
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4.7. Key industries of Tbilisi econ
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Trade Chart 4-7 Turnover and employ
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A thorough analysis of the tourist,
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5. Vision TBILISI offers wide range
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6. Strategic directions • Booming
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• Time for business. Time for bus
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• A place to live. The main objec
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• The hospitable city. Culture an
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• People empower Tbilisi. This di
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7. Strategy implementation An impor
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Phase four - preparing the Plan doc
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LOCAL ECONOMIC DEVELOPMENT PLAN FOR
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TABLES Table 5-1 Tbilisi booming re
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On its way to becoming a regional c
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investments in such areas as teleco
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Tiflis in 1872. In 1883 this railwa
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Nowadays this second direction of t
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3. Vision for Tbilisi Economic futu
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5. Strategy implementation 5.1. Tbi
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PROGRAM You can serves the region f
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5.2. Time for business in Tbilisi a
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We build digital platform for our b
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If you want to buy land to build yo
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5.3. Tbilisi place to live action p
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PROGRAM Our neighborhoo d (ezo) Gre
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Table 5-4 Tbilisi hospitable city -
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5.5. People empower Tbilisi action
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PROGRAM Jobs for all How to upgrade
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6. Strategy implementation principl
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LOCAL ECONOMIC DEVELOPMENT PLAN FOR TBILISI ... - LED

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